Performance management is at a crossroads. Expectations for performance reviews have changed with the new generation at work, a digital shift in the workforce, and remote work models. Hence, businesses are now confronting a harsh truth: traditional performance reviews have become routine exercises that fail to inspire or engage employees. 

So, what can organisations do to move away from the old performance review approaches and embrace a more human-centred, tech-enabled approach? 

To reflect on emerging priorities, People Matters and HRStop recently hosted a webinar titled “ The Agile Blueprint for Simplifying Performance Management”.  Industry leaders like Vimal Singh, Founder & CEO of ReadyAssist and Rashmi Agarwal, Co-Founder & COO, HRStop, came together to peel back the layers of traditional processes that include check-ins and performance evaluations, revealing how organisations can reinvent performance reviews by weaving together human empathy, coaching, and cutting-edge technology.

The problem with performance reviews

The conversation began with the dissection of the changing nature of performance evaluations. “Performance reviews today are often reduced to unseen compliance activities,” said Rashmi, cutting straight to the core of a widespread issue. “They are done quarterly, with no emotion attached. People are just ticking boxes.”

This sentiment, echoed throughout the session, revealed the growing frustration employees and managers face in navigating outdated appraisal systems that focus more on administrative compliance than real development.  

The conversation moved towards exploring how technology, coaching, and leadership can redefine the process of employee-manager interactions. A critical theme that was observed was the role of managers, many of whom, Rashmi noted, are promoted for technical proficiency rather than leadership potential. “Most managers don’t come with inherent coaching skills. That’s the gap we need to fill. And intelligent AI platforms like HRstop can help identify multiple such gaps in the process.”

Tracking vs coaching

The panellists strongly advocated for the use of intelligent technology to reduce administrative load and increase transparency. The solutions included post-meeting nudges and AI-driven dashboards that can log performance insights in real time.

“Let AI do it for you. If there’s no feedback for an employee in a month, the system can alert the manager. That’s agile performance management,” said Vimal Singh, emphasising the importance of technology towards agile processes. Technology also enhances objectivity and reduces bias. When performance is logged consistently, the annual review becomes a summarisation of lived data, not a subjective memory test.

Vimal gave an example of how in his organisation, the transparency is embedded into everyday workflows, with tools automatically recording contributions. “There is no need to tell people what they’ve done last month. It’s already visible.”

He stressed the importance of understanding the context behind performance. “Not performing doesn’t mean the person is not good. Maybe they’re not in the right role,” he said, invoking a well-known metaphor: “You can’t expect a shark to climb a coconut tree.”

Human touch to review team performances

Understanding performance has a psychological side to it. Recognising this effect on performance frameworks, Rashmi suggested that imposter syndrome can be mitigated by making progress visible. “When you see your results in real time, you can’t keep criticising yourself.” 

The panellists encouraged managers to have personal discussions with their team members, which would help them build bonds. Rashmi highlighted this aspect, which can be leveraged through AI. “If AI says that there has been no potential feedback for the employee in the last month, then let the technology help the manager remind.” She also added, “Scaling up makes the quarterly reviews an exercise; hence, spontaneous quarterly check-ins are important.”

Rashmi also advocated for weekly, human-centred check-ins, features that are integrated in HRStop, where it won’t be just about tracking project status, but to understand employees as people. “Treat it like a family discussion,” Rashmi recommended. “A touch of personal conversation builds deeper rapport.”

Another aspect that came up in the discussion was coaching. Vimal emphasised that coaching must happen at all levels—from CXOs to interns. “It’s this cultural consistency that builds trust, retention, and performance”, he added. 

The agile prescription for enhancing performance management 

Rashmi shared her ideas on structured coaching models such as SBI (Situation, Behaviour, Impact) and GROW (Goal, Reality, Options, Way Forward), and how at HRStop, these interactions impact mock sessions and regular training. According to her,  these solutions would encourage collaborative, growth-focused discussions rather than top-down performance assessments.

The session was wrapped up with a rapid-fire segment, where the panellists were asked what organisations should start, stop, and continue doing to future-proof performance management.

Rashmi’s advice included: 

• Start focusing on performance enhancement, not just evaluation.
• Stop treating reviews as an annual event.
• Continue experimenting and investing in performance methodologies that work for your context.

Vimal’s advice focused on:

• Start being truly accountable, regardless of your title.
• Stop worrying about ratings and others’ opinions if your intentions are right.
• Continue correcting your course when something isn’t working.

From measuring performance to their meaningful impact

In a world increasingly defined by agility, rapid change, and hybrid workforces, the traditional performance review is long overdue for an overhaul. This webinar made a compelling case for integrating technology, coaching, and emotional intelligence into performance management.

The concluding factor when it comes to agile performance management is not about abandoning accountability—it’s about redefining it. When performance tracking is continuous, coaching is consistent, and conversations are human, businesses don't just measure impact—they create it.

Performance management will continuously evolve with time, yet what organisations require is a partner who can help guide them through these shifts. Explore how HRStop can help you.